In 2015 Uber, the world’s largest taxi company owns no vehicles, Facebook the world’s most popular media owner creates no content, Alibaba, the most valuable retailer has no inventory and AirBnB the world’s largest accommodation provider owns no real estate.
What is it about this simple statement of fact that has compelled so many to share it across social networks?
All shared content gives the sharer some level of badge value driven by the four primary relational motivations. For example: A share of an inspirational quote might blend affection (what we value) and excellence (a standard we want to set). A share of an info-graphic on ‘the rise of mobile payments’ might cross competition (something as marketers we know more about than most people), excellence (subject matter we can demonstrate competence) and curiosity (subjects we’re actively interested in). The share provides some intrinsic value that communicates and validates to our tribe (or a tribe we want to join), “We belong.”
At best, the shares of this particular content seem motivated by curiosity, but what is most interesting is a near total absence of commentary in the sharers’ posts. It is reasonable to assume a high percentage of the network’s members won’t spend the time adding their view, but it might also indicate that, while we recognize these observations to be important, we might not know what to make of it, or worse, we have made our own meaning from it, but fear sharing it as it might alienate us from our tribe.
Last November, Mark DiSomma looked at Brand success from two perspectives: Ideas or Access. He asks, “Who gets to decide price, margin and even quality? The creators – who believe that the idea does not exist without them? Or the distributors – who are of the view that the idea won’t sell without them? The dilemma – who is most effective in realizing the value of the brand? The answer, according to Christine Arden, is whoever touches the customer last.”
Since digital is not constrained by time or geography, it should not be surprising that digital brings forward new layers while rendering old layers irrelevant. The ultimate battleground can be found on the single layer between consumers and what they want. Distribution is likely what first comes to mind, and perhaps digital’s best case study can be found in Amazon Marketplace. Both upstart brands and established brands are democratized by the marketplace, relegated to the back seat behind Amazon, which provides effortless access to all brands under one gigantic marketplace umbrella. For brands that do not wish to be behind Amazon’s front line, Payments by Amazon extends this single layer in a way that allows brands to retain their distinctiveness, but such brand sovereignty might reveal it is more important to the brand stewards and managers than it is to modern consumers. As Amazon Echo (and all like-styled competition) makes its way into homes, the importance of this single layer and what it means to brands is not happening unnoticed.
But, for the most part, Amazon and other distributor-access models like Kayak are providing a single layer of access to goods and services, which are by-and-large, wholly owned by brands. This is what distribution is.
Access in the form of enablement/empowerment coexists with distribution but brings a unique, ethical, sociable mindset to what otherwise might be simply another choice in established economic offerings. One might even say the Ubers and AirBnBs are what happens when brands innovate innovation.
The element common to Uber, AirBnB, and to a related extent, AliBaba and Facebook, is that these brands build on what we already have. There are immediate benefits:
- Encourages creativity: Facebook and similar networks are a simple and inclusive means for people to cross from “consuming” to “creating” (even a post can be considered a creative act). A more advanced form of creativity is realized when consumers recognize they are able to offer something in the marketplace (whether it be craft beer or an apartment in a desirable area) and a social brand provides the means to bring that offering to a market, under an efficient and attractive access model. (AliBaba applies similar creativity, though at an enterprise scale, micropreneurs are replaced by entrepreneurs and established businesses, etc.)
- Connects consumers to communities: Uber and AirBnB, for some consumers, are simply alternatives to traditional offerings like taxi, livery service and hotels. For others, especially millennials and those like-minded, the belief that using what already exists in a way that benefits people like them elevates the service into experience. Think about it, price and access notwithstanding, the UberX driver provides the sensation of being driven by a friend or neighbor, while a Taxi driver is much more distant.
Collectively, there is agreement that the phenomenon demonstrated by the Ubers and AirBnBs is curious to say the least. Are these freak examples of enablement, or is it the heralding of widespread change?
Brands need to be asking: Is there a way to offer a service or experience that makes use of what people already have? Clearly for Uber and AirBnB, empowering a network of micropreneurs with tangible assets they already have in a way that unites them under a highly functional and efficient access model, works. What about the untapped intangible offerings? Tech companies might have vast pools of micropreneur experts (advocates) that need a small nudge under an efficient delivery model to help the brand attract and nurture customers. Perhaps brands already geared for experiences, like American Girl Place, could realize some value by connecting new, or soon-to-be parents, with shared learning that happens in an environment offering a much richer and variegated sensory experience. Innovation is about seeing the stars everyone sees, and showing us a constellation we might have all missed.
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Branding Strategy Insider is a service of The Blake Project: A strategic brand consultancy specializing in Brand Research, Brand Strategy, Brand Licensing and Brand Education
